JUNE 29, 2026 – More than 60 Air Force senior leaders gathered at Wright-Patterson Air Force Base, Ohio, June 10-12, for the semiannual Corona summit, a strategic planning forum focused on policy development, force readiness and future force initiatives.
Formalized by Gen. Curtis LeMay in 1961, Coronas serve as a venue for the Air Force’s top echelon to foster collaboration and refine strategic decisions on an array of topics as diverse as training, deterrence and air warfare doctrine. This recent iteration provided a decision-making forum designed to build upon recent policy modifications and address key areas essential for maintaining a ready and capable future force.
“I have traveled to our installations worldwide, meeting face-to-face with the Airmen who execute our mission every day,” said Air Force Chief of Staff Gen. Ken Wilsbach. “They share their real, day-to-day challenges with me, and Corona is where we turn that feedback into strategic action – making decisions to dismantle barriers, modernize our capabilities, and build a better Air Force from the bottom up.”
The three-day summit provided a decision forum to build on recent policy changes and discuss key areas to ensure a ready and capable force for the future.
Joining the traditional cadre of Major Command commanders and Headquarters Air Force senior leaders were their respective Command Chief Master Sergeants, alongside a diverse group of general officers representing various operational and functional directorates.
The group agreed on a host of policies and changes, including those related to basic military training, the use of AI and protecting bases from drones and other threats.
BMT Next (Modernizing Basic Military Training)
To better prepare incoming personnel for the complexities of future conflicts, a comprehensive curriculum update will be implemented for BMT by 2027. Under this revitalized model, training will more closely align Airmen with the broader Air Force mission. The curriculum will heavily emphasize “Airmindedness,” military professionalism and the Air Force Core Values.
Pairing those three skills with the specialty training that follows, Airmen will arrive at their first duty stations equipped with the foundational skillsets essential for modern warriors.
Not only will what they learn change, the physical training environment will undergo a significant transformation, too. There are plans to construct a dedicated Air Force Training Range, which will serve as the centerpiece of the BMT compound. This facility is designed to orient the trainees’ mindset around the Air Force’s primary power projection platform: the air base.
Point Defense of Air Bases
Recognizing the evolving threat environment, the decision was made to establish Point Defense Flights at select Air Force installations. Initially, these specialized units will be composed of personnel drawn from multiple career fields.
Concurrently, a dedicated new Air Force Specialty Code is being developed to formalize and sustain this base defense capability.
Artificial Intelligence
To harness the strategic advantages of emerging technologies, Wilsbach announced forthcoming Headquarters Air Force-level guidance regarding AI integration. This initiative aims to institutionalize proven AI best practices currently utilized across the enterprise.
A primary objective includes developing programs that leverage AI to automate repetitive administrative tasks, thereby freeing up Airmen for mission-critical duties.
Emphasizing a forward-looking approach, the summit also highlighted the ongoing efforts of the Chief Master Sergeant of the Air Force’s task force dedicated to AI innovation.
The Future of Guardian Angel & Tactical Air Control Party Weapon Systems
The Air Force will not combine its Guardian Angel (GA) and Tactical Air Control Party (TACP) weapon systems into a single unit. Each will retain its distinct identity and core, specialized competencies.
GA remains focused on personnel recovery, while TACP continues its role in precision strike, distributed command and control and integrating airpower with ground combat. The two may train together periodically to be interoperable in conflict, with MAJCOMs setting the training standards.
Building on TACP’s existing expertise in airpower integration, it was designated as the lead weapon system for One-Way Attack missions for employment by the Joint Forces Air Component Commander.
Leaders also moved to bring greater discipline to how the Air Force uses the term AFSPECWAR (Air Force Special Warfare) for the GA and TACP communities. Over recent years, the term has increasingly been used in an operational context, and the summit reaffirmed that AFSPECWAR is neither a mission nor a weapon system. It remains a term of enduring value for recruiting, accessions, initial skills training and the shared warrior ethos that unites communities of extraordinary Airmen.
To ensure clear command relationships, distinct capabilities, accurate authorities, preserved community identity and specificity in combat employment, the Air Force will use precise terms for specific weapon systems. This decision ensures operational clarity and honors the valor of the Airmen in the GA and TACP weapon systems.
Audit
In compliance with congressional directives, the enterprise-wide comprehensive financial audit continues. To ensure effective execution and accountability, Wilsbach directed all MAJCOM commanders to provide bi-monthly progress updates, emphasizing that audit readiness must remain at the forefront of their daily operational workflows.
In addition to the key decisions listed, other priorities were discussed at the forum to include readiness, both aircraft and personnel, along with streamlining enterprise-wide logistics-informed command and control (C2). Leaders focused on taking care of Airmen with talent management discussions, mission focused assignments and developmental opportunities.
Other operational discussions included a renewed focus on Camouflage, Concealment and Decoys, as well as the speed of information and the ability to make tactical adjustments in dynamic threat environments with a Digital Fires Report.
As the Air Force’s senior leaders gathered in Dayton to tackle the most complex challenges facing the force, the above decisions impact not only the 665,000 Airmen, but also allies, partners, industry and supportive local communities. Some of the initiatives are internal to the Air Force, while others are further reaching.
“This summit was a resounding success because we didn’t just talk about the future – we made concrete decisions to shape it,” Wilsbach said. “Whether we are modernizing our training, fortifying our defenses to guarantee readiness, or leveraging AI to return valuable time to our Airmen and their families, we are building a force postured to win.”
By Tech. Sgt. William A. O’Brien
Secretary of the Air Force Public Affairs